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5 challenges in strategy & planning

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Here we share the top 5 strategy challenges organisations face and what you can do about them. Get in touch to learn more about how Brand Learning can help you build your marketing and sales capabilities. http://www.brandlearning.com/contact-us/

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5 challenges in strategy & planning

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  2. 2. 5 challenges in strategy & planning Balancing mass marketing, mass personalisation and one : one Retaining strategic focus in a world of lean analytics and micro-moments Translating the business or brand purpose into actionable strategies and plans Reinventing to avoid disruption while delivering short term goals Breaking down silos to join up strategies across the CX WALKING AND CHEWING GUM DISTRACTIONS WHO TO TARGET ACTIVATING PURPOSE JOINING UP
  3. 3. “You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success comes from doing both.” “Clarity of purpose and speed of action is my personal call to action… At Pernod Ricard we have decided to develop a strategic plan every 3 years instead of annually, saving 5 months’ work for thousands of people.” “Should we look for synergies or differences? […] it is about really finding the fine balance between the two. This makes our jobs challenging and enjoyable at the same time.” “We see ourselves as being in the experience business. Anyone can buy an airplane and we all buy planes from the same manufacturers. If you fly on a Virgin plane… you know you’re going to have a completely different experience.” “We [O2] form fully integrated teams across marketing, the customer P&L, technology and the channels so that they are all aligned with a single focus in order to deliver a seamless experience for our customers.” Alexandre RicardJack Welch Asad Rehman Richard Branson Nina Bibby WALKING AND CHEWING GUM DISTRACTIONS WHO TO TARGET ACTIVATING PURPOSE JOINING UP
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  5. 5. ENDURING FOCUS. Make choices about where to focus resources. Agility is meaningless without strategic clarity. ALWAYS ON. Scan for issues and make decisions continuously, rather than revisiting the strategy every 3 yrs. CX OUTCOMES. Work cross functionally to deliver the end-to-end Customer Experience. FUTURE FORMULA. Plan for disruption. Plan for revolution. Invent the future for your business and then work back. CA EF
  6. 6. FUTURE FORMULA. Plan for disruption. Plan for revolution. Invent the future for your business and work back. Brand Learning’s iMAP approach to developing customer experience strategies does exactly that. We have used this approach successfully with clients across a wide range of industries including financial services, telecoms, chilled foods, pharma, pet food and soft drinks. What do you need to do it? Cross-functional teams Co-invention Stimulating future environment Customer insight and foresight © BRAND LEARNING (part of Accenture)
  7. 7. ALWAYS ON. Scan for issues and make decisions continuously, rather than revisiting the strategy every 3 years. We partnered a Global Pharma company to re-design their business planning approach to be agile and alert. In the past, teams developed their strategic plans every year, working through detailed analysis to define global opportunities, strategies and activities. Local markets then took these plans and implemented them in their country. Our new approach means that performance is constantly assessed and then strategy and plans redefined if or when necessary. Global and local teams work together to define the strategies and then share accountability for measuring their effectiveness and acting on the results.
  8. 8. CX OUTCOMES. Work cross functionally to deliver the end-to- end Customer Experience. Too often businesses pay lip service to cross-functional working but fail to deliver it in practice. If brands are brought to life through the customer experience, then all functions in the business have a role to play in delivering that experience. PepsiCo brings together Marketing and Sales through continuous improvement of ‘demand pockets’ – pockets of growth based on a granular understanding of consumer demand in a particular channel. An example of their success with this was their ‘Better Together’ innovation for Doritos & Mountain Dew: they created a customised for 7-Eleven and achieved 3.2m Doritos’ loaded servings in the first 30 days.1 By focusing on these micro ‘pockets’ as well as macro initiatives, they’re able to deliver growth. Take Frito-Lay for instance. “By focusing on demand spaces, after years of decline, growth exceeded the market and share increased materially.”2 1. Source: Brand Learning Joined-up report 2. Source: http://img-stg.bcg.com/BCG-Identifying-the-Sources-of-Demand-to-Fuel-Growth-Jul-2016_tcm9-55785.pdf
  9. 9. ENDURING FOCUS. Make choices about where to focus resources. Agility is meaningless without strategic clarity. Disney is a great example of a business that has retained its focus while embracing the new opportunities of the digital era. It maps all levers of the CX and creates compelling stories, underpinned by human insight, to engage customers and fulfil their brand promise. Disney Resort’s enduring focus is: “to create magic experiences for all our guests everyday.” It has innovatively embraced new opportunities while retaining this focus. The experience has gone from purely human to digital and data enhanced. Guests can enter specific attractions, unlock hotel rooms, find transport options or purchase food and merchandise prior to their on-the-day experience. All the while, ensuring the magic experience is delivered at every possible moment.
  10. 10. To find out how to apply our best practice approach to Customer Experience strategy and planning to your business… Please get in touch contactus@brandlearning.com Our clients include:
  11. 11. UK Burgoine Quay 8 Lower Teddington Road Hampton Wick Kingston-upon-Thames Surrey, KT1 4ER Tel: (+44) 208 614 8150 US 80 Broad Street Suite 2101 New York NY 10004 Tel: (+1) 212 392 4898 Singapore 3 Temasek Avenue Centennial Tower Level 21-00 Singapore 039190 Tel: (+65) 6549 7935 Creating growth capabilities This presentation/document contains the copyright work of The Brand Learning Partners Ltd and contains trade marks which are the property of The Brand Learning Partners Ltd (including, without limitation, Brand Learning ®, the Brand Learning Propeller ® device and the “Brand Learning Wheel™” (the “Marks”).) No rights, of ownership or otherwise, are hereby granted in or to the Marks; which may not be used or reproduced without the prior written consent of The Brand Learning Partners Limited. This presentation/document also contains materials, such as illustrations, photographs and trade marks, owned by third parties (“Third Party Materials”) and which are subject to restrictions and other conditions on use. You are required to obtain the consent of the relevant third party to any reproduction or other use of the Third Party Materials and nothing in this presentation grants or implies any grant of any such rights on the part of The Brand Learning Partners Ltd. © The Brand Learning Partners Limited, 2018. brandlearning.com @brandlearning

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